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Strategic Management
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Table of Contents

Part One: Strategic AnalysisChapter 1: Strategic Management: Creating Competitive AdvantagesChapter 2: Analysing the External Environment of the FirmChapter 3: Assessing the Internal Environment of the FirmChapter 4: Recognising a Firm's Intellectual Assets: Moving beyond a Firm's Tangible ResourcesPart Two: Strategic FormulationChapter 5: Business-Level Strategy: Creating and Sustaining Competitive AdvantagesChapter 6: Corporate-Level Strategy: Creating Value through DiversificationChapter 7: International Strategy: Creating Value in Global MarketsChapter 8: Entrepreneurial Strategy and Competitive DynamicsPart Three: Strategic ImplementationChapter 9: Strategic Control and Corporate GovernanceChapter 10: Creating Effective Organisational DesignsChapter 11: Strategic Leadership: Creating a Learning Organisation and an Ethical OrganisationChapter 12: Managing Innovation and Fostering Corporate EntrepreneurshipPart Four: Case AnalysisChapter 13: Analysing Strategic Management CasesCasesRobin HoodEdward Marshall Boehm, Inc. The Skeleton in the Corporate ClosetThe Best-Laid Incentive PlansGrowing for BrokeAmerican International Group & the Bonus FiascoUnited Way of AmericaGeneral MotorsHeinekenMcDonald'sWorld Wrestling EntertainmentYahoo! QVCJohnson & JohnsonSamsung ElectronicsMovie Exhibition Industry 2011Reader's DigestFord Motor CompanyFreshDirectApple Inc.: Taking a Bite Out of the CompetitionSouthwest Airlines: Does "LUV" last? Ebay in AsiaMattelNintendo's WiiWeight WatchersPixarProctor & GambleGeely AutomobileAnn TaylorJamba JuiceBuild-A-Bear WorkshopJetBlue Airlines: Getting Blue again? Casino Industry in 2011Dippin' Dots Ice Cream+ Micro Finance BanksGreen Mountain Coffee Roasters and Keurig Coffee

About the Author

Gregory G. Dess is the Andrew R. Cecil Endowed Chair in Management at the University of Texas at Dallas. His primary research interests are in strategic management, organizationenvironment relationships, and knowledge management. He has published numerous articles on these subjects in both academic and practitioneroriented journals. He also serves on the editorial boards of a wide range of practitioner-oriented and academic journals. In August 2000, he was inducted into the Academy of Management Journal s Hall of Fame as one of its charter members. Professor Dess has conducted executive programs in the United States, Europe, Africa, Hong Kong, and Australia. During 1994 he was a Fulbright Scholar in Oporto, Portugal. In 2009, he received an honorary doctorate from the University of Bern (Switzerland). He received his PhD in Business Administration from the University of Washington(Seattle) and a BIE degree from Georgia Tech. G. T. (Tom) Lumpkin is the Chris J. Witting Chair and Professor of Entrepreneurship at Syracuse University in New York. Prior to joining the faculty at Syracuse, Tom was the Kent Hance Regents Endowed Chair and Professor of Entrepreneurship at Texas Tech University. His research interests include entrepreneurial orientation, opportunity recognition, strategy-making processes, social entrepreneurship, and innovative forms of organizing work. He has published numerous research articles in journals such as Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Journal of Business Venturing, and Entrepreneurship: Theory and Practice. He is a member of the editorial review boards of Strategic Entrepreneurship Journal, Entrepreneurship Theory & Practice, and the Journal of Business Venturing. He received his PhD in management from the University of Texas at Arlington and MBA from the University of Southern California. Alan B. Eisner is Professor of Management and Department Chair, Management and Management Science Department, at the Lubin School of Business, Pace University. He received his PhD in management from the Stern School of Business, New York University. His primary research interests are in strategic management, technology management, organizational learning, and managerial decision making. He has published research articles and cases in journals such as Advances in Strategic Management, International Journal of Electronic Commerce, International Journal of Technology Management, American Business Review, Journal of Behavioral and Applied Management, and Journal of the International Academy for Case Studies. He is the former Associate Editor of the Case Associations peer reviewed journal, The CASE Journal. Gerry McNamara is a Professor of Management at Michigan State University. He received his PhD from the Carlson School of Management at the University of Minnesota. His research focuses on strategic decision making, organizational risk taking, and mergers and acquisitions. His research has been published in numerous journals, including the Academy of Management Journal, Strategic Management Journal, Organization Science, Organizational Behavior and Human Decision Processes, Journal of Management, and Journal of International Business Studies. His research on mergers and acquisitions has been abstracted in the New York Times, Bloomberg Businessweek, The Economist, and Financial Week. He is currently an Associate Editor for the Academy of Management Journal.

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